Constructing global firms? National, transnational and neocolonial effects in international management consultancies

Mehdi Boussebaa, Glenn Morgan, Andrew Sturdy

Research output: Contribution to journalArticle

  • 41 Citations

Abstract

Drawing on an empirical study of four major international management consultancies, this article examines managerial efforts to construct ‘global’ organizations. We show how these efforts are undermined by inter-office conflicts over the staffing of client projects. We argue that such constraints cannot be adequately understood as an outcome of inappropriate organizational structures and incentives since this explanation ignores the important role of institutional contexts. In this vein, we outline and develop four different institutionalist lenses and apply them to the empirical findings. In so doing, we reveal the need to adopt a multi-dimensional institutionalist approach to the study of ‘global’ firms, one that can account for not only national effects but also transnational and neocolonial influences on these organizations.
LanguageEnglish
Pages465-486
Number of pages22
JournalOrganization Studies
Volume33
Issue number4
DOIs
StatusPublished - Apr 2012

Fingerprint

Lenses
International management
Management consultancy
Institutional context
Organizational structure
Empirical study
Incentives
Staffing

Cite this

Constructing global firms? National, transnational and neocolonial effects in international management consultancies. / Boussebaa, Mehdi; Morgan, Glenn; Sturdy, Andrew.

In: Organization Studies, Vol. 33, No. 4, 04.2012, p. 465-486.

Research output: Contribution to journalArticle

Boussebaa, Mehdi ; Morgan, Glenn ; Sturdy, Andrew. / Constructing global firms? National, transnational and neocolonial effects in international management consultancies. In: Organization Studies. 2012 ; Vol. 33, No. 4. pp. 465-486
@article{e8bc2f60bd834a14ab8f4f1cef5066aa,
title = "Constructing global firms? National, transnational and neocolonial effects in international management consultancies",
abstract = "Drawing on an empirical study of four major international management consultancies, this article examines managerial efforts to construct ‘global’ organizations. We show how these efforts are undermined by inter-office conflicts over the staffing of client projects. We argue that such constraints cannot be adequately understood as an outcome of inappropriate organizational structures and incentives since this explanation ignores the important role of institutional contexts. In this vein, we outline and develop four different institutionalist lenses and apply them to the empirical findings. In so doing, we reveal the need to adopt a multi-dimensional institutionalist approach to the study of ‘global’ firms, one that can account for not only national effects but also transnational and neocolonial influences on these organizations.",
author = "Mehdi Boussebaa and Glenn Morgan and Andrew Sturdy",
year = "2012",
month = "4",
doi = "10.1177/0170840612443454",
language = "English",
volume = "33",
pages = "465--486",
journal = "Organization Studies",
issn = "0170-8406",
publisher = "Sage Publications",
number = "4",

}

TY - JOUR

T1 - Constructing global firms? National, transnational and neocolonial effects in international management consultancies

AU - Boussebaa,Mehdi

AU - Morgan,Glenn

AU - Sturdy,Andrew

PY - 2012/4

Y1 - 2012/4

N2 - Drawing on an empirical study of four major international management consultancies, this article examines managerial efforts to construct ‘global’ organizations. We show how these efforts are undermined by inter-office conflicts over the staffing of client projects. We argue that such constraints cannot be adequately understood as an outcome of inappropriate organizational structures and incentives since this explanation ignores the important role of institutional contexts. In this vein, we outline and develop four different institutionalist lenses and apply them to the empirical findings. In so doing, we reveal the need to adopt a multi-dimensional institutionalist approach to the study of ‘global’ firms, one that can account for not only national effects but also transnational and neocolonial influences on these organizations.

AB - Drawing on an empirical study of four major international management consultancies, this article examines managerial efforts to construct ‘global’ organizations. We show how these efforts are undermined by inter-office conflicts over the staffing of client projects. We argue that such constraints cannot be adequately understood as an outcome of inappropriate organizational structures and incentives since this explanation ignores the important role of institutional contexts. In this vein, we outline and develop four different institutionalist lenses and apply them to the empirical findings. In so doing, we reveal the need to adopt a multi-dimensional institutionalist approach to the study of ‘global’ firms, one that can account for not only national effects but also transnational and neocolonial influences on these organizations.

UR - http://www.scopus.com/inward/record.url?scp=84859831142&partnerID=8YFLogxK

UR - http://dx.doi.org/10.1177/0170840612443454

U2 - 10.1177/0170840612443454

DO - 10.1177/0170840612443454

M3 - Article

VL - 33

SP - 465

EP - 486

JO - Organization Studies

T2 - Organization Studies

JF - Organization Studies

SN - 0170-8406

IS - 4

ER -